Under threat: emotional and behavioral responses to occupational identity threat

2021 ◽  
pp. 1-17
Author(s):  
Na Yang ◽  
Ruoyong Zhang
Keyword(s):  
Negative Emotion ◽  
Experimental Studies ◽  
Behavioral Responses ◽  
Self Esteem ◽  
Occupational Identity ◽  
Feedback Seeking ◽  
Identity Threat ◽  
Seeking Behavior ◽  
The Relationship ◽  
Practical Implications

Abstract Research on identity threat has predominantly focused on the consequences of threat to some ascribed or involuntary identities, while overlooking individuals' responses to occupational identity threat. Integrating identity theory with identity threat literature, we argue that encountering occupational identity threat promotes negative emotion and feedback-seeking behavior, and negative emotion further mediates the relationship between occupational identity threat and feedback-seeking behavior. Moreover, individuals' performance self-esteem strengthens both the direct effect of occupational identity threat on negative emotion, and the indirect effect of occupational identity threat on feedback-seeking behavior through negative emotion. The results from two experimental studies and one field study provide support for these predictions. We discuss the theoretical and practical implications of our findings.

Coworker feedback seeking and feedback environment in China: An expectation states theory approach

2019 ◽  
Vol 47 (9) ◽  
pp. 1-10 ◽  
Author(s):  
Zhenxing Gong ◽  
Mengshuang Liu ◽  
Di Xin ◽  
Faheem Gul Gilal ◽  
Kui Yin ◽  
...  
Keyword(s):  
Design And Technology ◽  
Theory Approach ◽  
Feedback Seeking ◽  
Feedback Environment ◽  
Expectation States ◽  
Industrial Enterprises ◽  
Seeking Behavior ◽  
Expectation States Theory ◽  
The Impact ◽  
The Relationship

We empirically explored the impact of feedback seeking, including feedback inquiry and monitoring, on the coworker feedback environment via coworker identification. Participants were 264 employees who worked in research and development, design, and technology sectors of industrial enterprises in China. The results indicated that feedback monitoring, feedback inquiry, and coworker identification were all positively related to the coworker feedback environment after controlling for the effects of demographic variables. Further, coworker identification fully mediated the relationship between feedback inquiry/monitoring and the coworker feedback environment. Our findings expand understanding of the feedback loop by bridging the gap between coworker feedback seeking and the coworker feedback environment. We recommend that coworkers encourage employees' feedback-seeking behavior so that the workplace feedback environment motivates them to ask for the help they need to work independently.

A double-edged sword: when does identity threat affect unethical behavior?

2019 ◽  
pp. 1-19
Author(s):  
Jinyi Zhou ◽  
Jifang Dou ◽  
Xiaoye (May) Wang
Keyword(s):  
Unethical Behavior ◽  
Mixed Design ◽  
Identity Threat ◽  
The Public ◽  
Defensive Strategies ◽  
Subject Design ◽  
The Public Sphere ◽  
The Relationship ◽  
Practical Implications

Abstract Although individuals have different kinds of defensive strategies towards identity threat, the relationship between identity threat and unethical behavior is still unclear. In the current study, according to identity threat and self-affirmation theory, we propose and test the role of publicness of identity threat in determining whether identity threat will lead to unethical behavior. One online experiment with 197 participants (mixed design) and one laboratory experiment with 86 participants (between-subject design) are used to test our hypotheses. Our findings reveal that when individuals' identity threat is from the public sphere, it will increase their unethical behavior, but when such a threat is from the private sphere, it will reduce their unethical behavior. Theoretical and practical implications are discussed.

How does abusive supervision restrict employees’ feedback-seeking behavior?

2019 ◽  
Vol 34 (8) ◽  
pp. 546-559 ◽  
Author(s):  
Chuangang Shen ◽  
Jing Yang ◽  
Peixu He ◽  
Yenchun Jim Wu
Keyword(s):  
Detrimental Effect ◽  
Abusive Supervision ◽  
Hierarchical Regression ◽  
Feedback Seeking ◽  
Content Type ◽  
Abusive Behavior ◽  
Member Exchange ◽  
Seeking Behavior ◽  
Concept Theory ◽  
Practical Implications

Purpose The purpose of this paper is to explore the restrictive effect of abusive supervision on employees’ feedback-seeking behavior (FSB) through organizational-based self-esteem (OBSE) and the moderation of this mediation by leader-member exchange (LMX). Design/methodology/approach This study conducted hierarchical regression and path analysis to analyze the 312 manager–employee dyads data gathered from five companies in China. Findings The authors found that abusive supervision had a detrimental effect on employee FSB, partially through OBSE, and that both the direct and indirect effects were moderated by LMX. Practical implications Organizations should seek to inhibit supervisors’ abusive behavior in the workplace. Supervisors should not occasionally mistreat subordinates with whom they have a good relationship. Originality/value This study reveals the underlying influence mechanism of abusive supervision on employee FSB using the self-concept theory and suggests that OBSE is critical in determining how abusive supervision influences employee FSB. Furthermore, LMX quality (especially high LMX) moderates the above mediation.

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

2015 ◽  
Vol 43 (7) ◽  
pp. 2195-2217 ◽  
Author(s):  
Long Wai Lam ◽  
Kelly Z. Peng ◽  
Chi-Sum Wong ◽  
Dora C. Lau
Keyword(s):  
Performance Standards ◽  
Future Research ◽  
Leader Member Exchange ◽  
Proactive Behavior ◽  
Feedback Seeking ◽  
Multilevel Research ◽  
Member Exchange ◽  
Seeking Behavior ◽  
And Performance ◽  
The Relationship

Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and suggest avenues for future research.

The impact of future time orientation on employees’ feedback-seeking behavior from supervisors and co-workers: The mediating role of psychological ownership

2015 ◽  
Vol 21 (3) ◽  
pp. 336-349 ◽  
Author(s):  
Jing Qian ◽  
Xiaosong Lin ◽  
Zhuo R. Han ◽  
Bowen Tian ◽  
George Z. Chen ◽  
...  
Keyword(s):  
Positive Influence ◽  
Time Orientation ◽  
Psychological Ownership ◽  
Feedback Seeking ◽  
Future Time ◽  
Mediating Role ◽  
Future Time Orientation ◽  
Seeking Behavior ◽  
The Impact ◽  
The Relationship

AbstractFuture time orientation is essential if an employee is to be motivated to conduct activities that generate long-term rather than immediate gain, and which may involve risk. Given that feedback seeking requires the employee to slow down and seek input, it is surprising that little is known about the relationship between future time orientation and feedback seeking. Drawing upon psychological ownership theory and construal-level theory, we hypothesized a positive influence of future time orientation on feedback seeking from various sources (i.e., supervisors and co-workers). We also hypothesized job-based psychological ownership as a newly identified motive of feedback seeking and employed it to explain how future time orientation exerts influences. Tested with data from a sample of 228 subordinate–supervisor dyads from China, the results revealed that (1) future time orientation was positively related to feedback seeking from supervisors and co-workers and (2) job-based psychology ownership mediated the relationship between future time orientation and feedback seeking.

Gossip fiercer than a tiger: Effect of workplace negative gossip on targeted employees’ innovative behavior

2019 ◽  
Vol 47 (5) ◽  
pp. 1-11 ◽  
Author(s):  
Aiqin Zhou ◽  
Yi Liu ◽  
Xin Su ◽  
Haoying Xu
Keyword(s):  
Positive Relationship ◽  
Underlying Mechanism ◽  
Self Esteem ◽  
Innovative Behavior ◽  
Potential Harm ◽  
Self Evaluation ◽  
Creative Self ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

From a self-evaluation perspective, we explored the influence of negative workplace gossip on targeted employees’ innovative behavior. We surveyed 296 employees of 19 enterprises. The results of regression analysis showed that negative workplace gossip was negatively related to employees’ innovative behavior, that organization-based self-esteem mediated the relationship between negative workplace gossip and employees’ innovative behavior, and that employees’ creative selfefficacy moderated the relationship between organization-based self-esteem and employees’ innovative behavior, such that the positive relationship was stronger when employees’ creative self-efficacy was higher. Our findings offer insight into the potential harm of gossip in the workplace and contribute to delineating the underlying mechanism and boundary condition of the link between negative workplace gossip and employees’ innovative behavior. Theoretical and practical implications are discussed.

Intentionality attributions and humiliation

2014 ◽  
Vol 48 (5/6) ◽  
pp. 901-923 ◽  
Author(s):  
Concepción Varela-Neira ◽  
Rodolfo Vázquez-Casielles ◽  
Víctor Iglesias
Keyword(s):  
Service Providers ◽  
Negative Emotion ◽  
Service Failure ◽  
Switching Behavior ◽  
Content Type ◽  
Complaint Behavior ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose – This paper aims to determine whether intentionality attributions have an effect on the customer’s complaint and switching behavior after a service failure, after accounting for the effects of the traditional dimensions of attribution (stability and controllability), and to examine whether intentionality attributions give rise to humiliation and to what degree this negative emotion enables us to understand the customer’s complaint and switching behavior after a service failure. Design/methodology/approach – A contribution of this investigation is that it studies real complaint and switching behaviors, as the few studies that focus on understanding customers’ complaint and defection behaviors mostly analyze customers’ intentions. Findings – The results of the study indicate that intentionality attributions have an effect on the customer’s switching behavior after a service failure, in addition to the impact of the traditional dimensions of attribution. The findings also show that humiliation is the emotion that mediates the relationship between intentionality attributions and switching behavior, opposite to other emotions that may also be related to attributions. Finally, the results also support that the effect of attribution of intentionality on complaint behavior is indirect; it only exists because attribution of intentionality influences negative emotions like humiliation, which in turn influences complaint behavior. Practical implications – To understand what makes customers complain after a service failure or switch service providers without giving them first the possibility of recovering the failure may help managers reduce the damage caused by the failure and increase the company’s profits. Originality/value – This study will try to contribute to the service failure research by analyzing the role of two variables that have not been analyzed before in this context: intentionality attribution and humiliation.

Subordinates’ feedback-seeking behavior in supervisory relationships: A moderated mediation model of supervisor, subordinate, and dyadic characteristics

2014 ◽  
Vol 20 (4) ◽  
pp. 463-484 ◽  
Author(s):  
Jae Uk Chun ◽  
Byoung Kwon Choi ◽  
Hyoung Koo Moon
Keyword(s):  
Performance Feedback ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Feedback Seeking ◽  
Self Monitoring ◽  
Supervisory Relationships ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Seeking Behavior ◽  
The Relationship

AbstractThis study examines the mediating role of subordinates’ perceived cost of feedback-seeking, which operates contingently upon their self-monitoring and the credibility of leader as a feedback source in the relationship between leader-member exchange (LMX) quality and subordinates’ feedback-seeking behavior. The authors tested this moderated mediation model using reports from 217 subordinates employed in five large banking institutions in Korea. Results showed that the relationship between LMX quality and subordinates’ feedback-seeking behavior was mediated via the perceived cost of feedback-seeking only for subordinates with low self-monitoring and when leader credibility was low. This conditional indirect effect provides an integrated understanding of how supervisor, subordinate, and dyadic characteristics influence subordinates’ decision of whether to seek performance feedback.

Sign in / Sign up

Export Citation Format

Share Document